Lean
Lean
Lean
RESEARCH ARTICLE
ARTICLE HISTORY
ABSTRACT - The adoption of lean manufacturing as a method for enhancing productivity that Received : 15-01-2023
led to the reduction of waste and uniformity of cycle time is the subject of this research. In the Revised : 20-02-2023
Accepted : 30-03-2023
fast-paced, dynamic, and ever-changing global economy, many businesses are employing the
Published : 21-09-2023
lean manufacturing approach to remove waste, improve processes, save costs, enhance
innovation, and decrease time to market. Lean manufacturing is especially appropriate in KEYWORDS
Bangladesh because many Bangladeshi private garments manufacturing companies are Lean manufacturing
operating below their actual capacity, or undergo late deliveries, due to problems with their Just in time
traditional production systems and a lack of skilled personnel. A basic full-sleeve t-shirt sewing Traffic light system
line was the focus in the study. Non-value-added activities such as a large number of work-in- Standard minute value
process (WIP), unnecessary transportation, and product defects due to poor 5S (Sort, Shine, Productivity
Set in Order, Sustain, Standardize) and lack of traffic light system (TLS) were observed.
Researchers also noticed the indifference of the workers. They used time study, line target,
process flow mapping, theoretically machine requirement, and line efficiency to assess
conventional line productivity. After implementing lean techniques (5S, line balancing, just-in-
time), the standard time was obtained using process flow and cycle time analysis. Thus, non-
value-added tasks are reduced, resulting in an improvement in production. They compared
the previous production line with the lean-implemented production line and they noticed a lot
of changes. Results showed that, after lean implementation, SMV is decreased by 0.9
minutes, production is increased by 1,664 pieces per month, the number of workers is
decreased by 2 (two) persons, alter percentages is reduced to 4%, spot quantity is reduced
to 1.80%, the rejection rate is reduced to 0.68%, WIP is decreased by 7 (seven) pieces,
69.08% efficiency is achieved. Lean manufacturing brought about great improvements in the
sewing sector by establishing a standard minute value, a smooth process flow, and productive
operations, which made a significant contribution to the achievement of production targets. In
this way, lean manufacturing tools and practices can change the overall scenery of a traditional
sewing section of the garment industry. This paper gives the whole feasibility assessment for
implementing lean manufacturing in the garment manufacturing process.
1.0 INTRODUCTION
It is challenging to maintain a presence in the global market due to the garment industry's high production costs and
product mix diversity. So, it is indispensable to minimize the production cost besides increasing productivity. Every
garment manufacturer requires higher productivity with the least manufacturing cost. Lean is an extensively discussed
term in ready-made garments (RMG) industries where the vision is aimed to increase production. Lean manufacturing is
a production method that aims to maximize productivity while decreasing waste in a manufacturing operation. According
to the lean concept, waste is defined as everything that does not bring value and for which customers are unwilling to pay.
Being a labor-intensive assembly plant, RMG has a great deal to gain from embracing lean manufacturing in terms of
output, worker conditions, and productivity. Lean is a concept based on 'The Toyota Production System (TPS),' which
has its roots in the Japanese industrial system (Liker, 2021; Ohno & Bodek, 2019; Spear et al., 1999). Reducing or
optimizing customer, internal variability and supplier to eliminate waste is the main objective of lean (Shah & Ward,
2007). It raises a higher degree of participation of the employees working in production and also helps in the continuous
elimination of waste. The non-value-added process is also reduced during production (Hasle et al., 2012). The theoretical
definition was analyzed by a few authors with a survey of the manufacturing industry in which lean practices were applied
by sorting out ten key methods: just-in-time (JIT) delivery, supplier feedback, developing suppliers, pull, involved
customers, set-up time, flow, total product maintenance (TPM), controlled processes, and involved employees. In the
automotive industry when it had its first application, lean also has some controversial consequences in manufacturing
processes. Lean directly deals with the changes in the working place, the working condition of employees is the main
concern. By minimizing waste, lean would enhance workflow, strengthen management, and boost profits (Hasle, 2014).
3.0 METHODOLOGY
This study's primary objective is to determine how lean manufacturing strategies affect production and layout design.
In order to investigate the effect, the researcher classified the concerned sewing line of the industry as a conventional and
lean line. Then, lean tools were applied in the lean line and the necessary data for both lines were recorded. For this
process time study, SMV calculation, line target, theoretically machine requirement and line efficiency were used. The
study consists of a detailed process flow mapping and time study of the existing production system of full sleeve t-shirt
manufacturing line and an analysis of the main cause which increases non-value added time in the present system.
Afterward, some of the suitable lean tools and techniques to adopt were checked and the new layout was proposed.
Time study: Time study is a way of assessing labor that involves using a stopwatch to record the times of doing a
certain activity or its components under specified conditions. The operator does the same duty throughout the day. Time
studies aid in determining the amount of time required for an operator to complete a task at a certain rate of performance.
Calculation of Standard Time or SMV: SMV is defined as the time allowed to accomplish a task successfully.
Typically, the value is stated in minutes. Standard Minute Value is the comprehensive explanation of SMV. SMV is a
common phrase in the apparel manufacturing sector. Standard Allocated Minute is another name for the acronym SMV.
For an export order to be shipped efficiently and on schedule, a merchandiser must ensure that the SMV setup on the
garment factory floor is adequate.
SMV or SAM or Standard minute,
= Normal or Basic time + Allowance%
={Cycle time(sec) x Performance rating %}/60+Allowance %
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Line Target / Hour: Line target per hour can be calculated by dividing available minutes in hour by SMV. The formula
of Line target per hour given below,
Manpower × 60
Line target /hour =
𝑆𝑀𝑉
Theoretically Machine Requirement: Using the procedures below, we may estimate the number and types of
machines required to produce a garment in an assembly line. The formula for calculating theoretical machine requirement,
Target quantity in pieces×SMV
Theoretically machine requirement =
Working hour ×60× desired efficiency
Line Efficiency: Like the efficiency of individual operators, the efficiency of a production line, batch, or division
is essential to a plant. Daily line efficiency reveals the performance of the line. The formula for calculating line efficiency:
SMV ×Production ×100
Line efficiency=
Man power ×Working hour × 60
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Table 1. The SMV for each operation in conventional line and lean line.
Conventional Lean line
Sl.
Operations line SMV SMV
no.
(in min) (in min)
1 Back and front part matching 0.268 0.241
2 Shoulder joining 0.336 0.281
3 Shoulder top stitching 0.308 0.295
4 Thread cutting 0.241 0.174
5 Rib making 0.416 0.389
6 Rib tack 0.282 0.241
7 Rib joining 0.523 0.493
8 Tape joining 0.336 0.308
9 Main label attach 0.322 0.281
10 Sleeve matching with body 0.255 0.228
11 Sleeve joining 0.470 0.429
12 Side seam 0.764 0.694
13 Care label joining 0.215 0.161
14 Body turning 0.429 0.279
15 Sleeve hem 0.348 0.281
16 Sleeve hem tack 0.241 0.214
17 Bottom hem 0.389 0.362
18 Bottom hem tack 0.268 0.241
19 Final thread cut 0.429 0.348
Total SMV 6.840 5.940
4.3 Traditional line layout
Figure 2 shows the layout that has been developed with the help of collected data from the swing floor and respective
officials. It is found that total 19 operations have been done by 23 operators and helpers for making a full-sleeve t-shirt.
In this layout, operation 7 and 11 performed by 2 operators and operation 12 is performed by 3 operators.
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Figure 4. Comparison of production quantity between conventional line and lean line
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Figure 5. Comparison of manpower requirement between conventional line and lean line
Figure 6. Comparison of rework quantity between conventional line and lean line
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Figure 7. Comparison of spot quantity between conventional line and lean line
Figure 8. Comparison of reject quantity between conventional line and lean line
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Figure 9. Comparison of average WIP quantity between conventional line and lean line
Figure 10. Comparison of efficiency between conventional line and lean line
From the figures above (Figure 3 to Figure 10), the impact of lean manufacturing in the sewing line is perceptible. It
reduces SMV, manpower requirement, spot quantity, rejects quantity, alters quantity, and WIP which helps to increase
total productivity. Therefore, the implementation of lean manufacturing in the RMG industry leads to profit maximization.
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8.0 CONCLUSION
Every garment industry focus to produce the items in a cost effective way where consumer wants to purchase the item
with zero defect and resonable pricing. In this case, lean manufacturing is the ultimate solution as it satisfies both the
manufacturers requirement and customers need. For this study, lean manufacturing tools and techniques are studied and
used for a sewing line of a garment industry. The study has shown the advantages when applying lean principles to the
sewing line. Using lean tools and techniques in sewing line has a great importance specially for decrease SMV, total alter
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quantity minimization, total spot quantity reduction, total reject quantity reduction etc. To maximize the production with
zero defect, application of lean manufacturing is a prior requirement. In this study, it is shown that after lean
implementation, SMV is decreased, total number of operators are decreased, alter percentages are reduced, spot quantity
is reduced, rejection rate is reduced, WIP is decreased and higher efficiency is achieved. Lean application in the sewing
line ensures SMV, smooth process flow, and productive operations with modified layout that finally made a significant
contribution to achieve production targets.
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